Topic
Design strategy
About: Design strategy is a research topic. Over the lifetime, 1705 publications have been published within this topic receiving 28272 citations.
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TL;DR: This work presents a conceptual framework to separate and relate business model and strategy, and shows that the concepts of strategy and business model differ when there are important contingencies upon which a well-designed strategy must be based.
2,062 citations
TL;DR: In this paper, the authors propose a framework for strategy research that integrates these two levels based on the three concepts of strategy praxis, strategy practices and strategy practitioners, and develop implications of this framework for research, particularly with regard to the impact of strategy practices on strategy practice, the creation and transfer of strategy practice and the making of strategy practitioners.
Abstract: This paper identifies a practice turn in current strategy research, treating strategy as something people do. However, it argues that this turn is incomplete in that researchers currently concentrate either on strategy activity at the intra-organizational level or on the aggregate effects of this activity at the extra-organizational level. The paper proposes a framework for strategy research that integrates these two levels based on the three concepts of strategy praxis, strategy practices and strategy practitioners. The paper develops implications of this framework for research, particularly with regard to the impact of strategy practices on strategy praxis, the creation and transfer of strategy practices and the making of strategy practitioners. The paper concludes by outlining the distinctive emphases of the practice perspective within the strategy discipline.
1,683 citations
Book•
26 Jan 2021
TL;DR: In this paper, the authors discuss the nature of design, the design process, and how to learn to design, as well as how to manage the process of designing and managing design strategies.
Abstract: About the Author. Acknowledgements. Introduction. Part One: Understanding Design. 1. The Nature of Design. Design Activities. Design Problems. Problem Structures. 2. Design Ability. What Designers Say. How Designers Think. Learning to Design. 3. The Design Process. Descriptive Models. Prescriptive Models. An Integrative Model. Part Two: Doing Design. 4. New Design Procedures. Systematic Procedures. Design Methods. Creative Methods. Rational Methods. 5. Identifying Opportunities. The User Scenarios Method. 6. Clarifying Objectives. The Objectives Tree Method. 7. Establishing Functions. The Function Analysis Method. 8. Setting Requirements. The Performance Specification Method. 9. Determining Characteristics. The Quality Function Deployment Method. 10. Generating Alternatives. The Morphological Chart Method. 11. Evaluating Alternatives. The Weighted Objectives Method. 12. Improving Details. The Value Engineering Method. Part Three: Managing Design. 13. Design Strategies. What is a Design Strategy? Frameworks for Action. Strategy Control. Setting Strategies and Choosing Tactics. 14. Product Development. Product Design. Product Planning. Product Innovation. References. Index.
1,575 citations
Book•
01 Jan 1991
TL;DR: The concept of Strategy and the Strategy Formation Process is introduced in this paper. But it is not defined as a formal process, as it is defined in this paper, but rather as a process.
Abstract: I. STRATEGY AND PROCESS. 1. The Concept of Strategy and the Strategy Formation Process. 2. A Formal Strategic Planning Process. II. BUSINESS STRATEGY. 3. Business Strategy: The Core Concepts. 4. The Mission of the Business. 5. Environmental Scan at the Business Level. 6. Internal Scrutiny at the Business Level. 7. The Formulation of the Business Strategy. 8. Strategic and Economic Evaluation of the Merits of a Strategy. III. CORPORATE STRATEGY. 9. Corporate Strategy: The Core Concepts. 10. Environmental Scan at the Corporate Level. 11. The Mission of the Firm. 12. Business Segmentation. 13. Horizontal Strategy. 14. Vertical Integration. 15. Corporate Philosophy. 16. Strategic Posture of the Firm. 17. Resource Allocation and Portfolio Management. IV. FUNCTIONAL STRATEGY. 18. Functional Strategy: The Core Concepts. 19. Human Resource Strategy. 20. Technology Strategy. 21. Manufacturing Strategy. Glossary. References. Index.
567 citations
TL;DR: This study follows a perspective paradigm based on the strategic management literature to define IS strategy as an organizational perspective on the investment in, deployment, use, and management of IS.
Abstract: Information systems strategy is of central importance to IS practice and research. Our extensive review of the literature suggests that the concept of IS strategy is a term that is used readily; however, it is also a term that is not fully understood. In this study, we follow a perspective paradigm based on the strategic management literature to define IS strategy as an organizational perspective on the investment in, deployment, use, and management of IS. Through a systematic literature search, we identify the following three conceptions of IS strategy employed implicitly in 48 articles published in leading IS journals that focus on the construct of IS strategy: (1) IS strategy as the use of IS to support business strategy; (2) IS strategy as the master plan of the IS function; and (3) IS strategy as the shared view of the IS role within the organization. We find the third conception best fits our definition of IS strategy. As such, we consequently propose to operationalize IS strategy as the degree to which the organization has a shared perspective to seek innovation through IS. Specifically, our proposed IS strategic typology suggests an organization's IS strategy falls into one of the two defined categories (i.e., IS innovator or IS conservative) or is simply undefined. We also develop measures for this new typology. We argue that the proposed instrument, which was cross-validated across both chief information officers and senior business executives, has the potential to serve as a diagnostic tool through which the organization can directly assess its IS strategy. We contend that our reconceptualization and operationalization of IS strategy provides theoretical and practical implications that advance the current level of understanding of IS strategy from extant studies within three predominant literature streams: strategic IS planning, IS/business strategic alignment, and competitive use of IS.
438 citations